People Matter

A YEAR IN REVIEW 2018/2019

A Message from the Chair of the

WORKPLACE EXCELLENCE COMMITTEE

It is my honour to Chair the Workplace Excellence Committee of the Board and be associated with an organization that cares so deeply for its people and aspires for excellence in everything – including making the bold public goal of being the safest Hospital in Ontario. We work hard every day to be the “best place to work”, listen to our people and ensure all employees are supported and cared about as individuals, have the ability to grow and develop and have an excellent employment experience.

HDGH believes strongly that taking good care of our people allows them to give high quality and compassionate care to our vulnerable patients/clients and their families.

This publication will highlight some of the ways that we put our words into action.

Great Job, All!

Lucie Lombardo, Chair of the Workplace Excellence Committee of the Board

EXEMPLARY STATUS HDGH Receives Highest Accreditation Designation Our organization was proud to announce that we had successfully been Accredited with Exemplary Standing this summer - the highest designation with Accreditation Canada. HDGH met 100% of the Required Organizational Practices as well as 99.4% of Accreditation Canada standards, the criteria and guidelines required to provide high-quality care and service. This decision was made following our on-site survey in June of this year. Healthcare accreditation helps identify what an organization is doing well and where to focus its improvement efforts.

Thank you to all the staff, Physicians and Volunteers that made 2019’s Accreditation a success!

This award designation is attributed to Our People. Being Accredited with Exemplary Standing lets our community know that we are committed to consistently improving the quality of care we deliver.

-Janice Kaffer, President and CEO

C E L E B RAT I N G OUR PEOPLE

Employee & Physician

APPRECIATION 2019 Hôtel-Dieu Grace Healthcare (HDGH) celebrated the second annual Employee & Physician Appreciation Week between October 7th -11th 2019. This year we continued our focus on gratitude and ensuring that Our People truly feel that HDGH is the best place to work. We kicked off the week with our Executive Leadership Council challenged to a fierce game of Minute to Win It. During the week, Minute to Win It Games continued and were located throughout the campus as well as off-site locations with no shortage of competition. From the traveling photo booth, ice cream social, warm apple cider, cookies, gratitude cards proudly displayed and BBQ, the festivities were buzzing! Our CEO, Janice Kaffer held the CEO Quarterly Conversations and celebrated ‘Go Purple Day’, which was a nod to our colourschemed logo and spirit.

New this year, every employee (yes, all 1,100 plus) received a hand written ‘Thank You’ card, which was delivered via mail to his/her home. This allowed us to bring a focus back

to taking the time to personalize and appreciate individual employees. Included in the card was a voucher for our HDGH cafeterias as a token of gratitude for the incredible contributions they make each day.

Our Work Life Pulse survey continued throughout the week to give employees a final opportunity to share their feedback and experiences while working at HDGH. The Minute to Win It Finale wrapped the week up, with everyone on the edge of their seats to see who would claim the title of 2019 Minute to Win It Champions.

The excitement and support from participants, spectators and all throughout the campus was truly a sight to see.

Employees from all disciplines, departments and locations came together and demonstrated that Our People are indeed our greatest resource. We are proud to have had another successful Employee & Physician Appreciation week and have many fond memories to reflect on until next year!

Our People Are Our Greatest

NEW THIS YEAR, WE ROLLED OUT THE VALUES IN ACTION AWARD. The award is presented by HDGH President and CEO Janice Kaffer by a personal visit to their area of employment. To date, we have had four recipients of this awards. Read more on how each recipient exemplified our HDGH Values.

RESPECT

TEAMWORK

COMPASSION

SOCIAL RESPONSIBILITY

DIDI KAYASANGWA

NYASHA KAPFUMVUTI

HELENA FELONIUK-COATON

ANDJELA ANDRIC

Didi is the perfect example of a HDGH employee. She goes above and beyond during her night shift and washes multiple patients to help out her colleagues on the day shift.

She gives each patient the same respect and compassion as she would her own family!

It is my great pleasure to recognize and nominate Nyasha Kapfumvuti, our parttime Multimedia Specialist and eLearn Administrator at HDGH for the Values in Action Award. I believe that he embodies all of our values.

Compassion and Teamwork in particular really stand out for me when I think about him and when I hear the feedback from people he serves in his role.

I can honestly say that I am a better person for knowing and working with Nyasha.

I nominate Helena, the RN on rehab units because she goes over, and beyond to help a coworker, a patient, or any family member. She is very compassionate and listens to the patients’ every time I walk into the patients rooms. She is extremely respectful to all her surroundings, she is overall a very hard, and kind working lady.

I want to nominate Andjela Andric who is valued member of the Withdrawal Management Services Counselor team. From the first day our team met Andjela she has been nothing short of an incredible, reliable, optimistic and overall empathetic leader.

SERVICE RETIREE RECOGNITION EVENT

The Service Awards and Retiree Recognition Event is held annually in the Spring. It is truly a special event, as we welcome our people and their families at an evening full of celebrating them! It is in a packed Brown Auditorium where we acknowledge award recipients in categories such as Rookie of the Year, Team of the Year, Physician of the Year etc., present our scholarship recipients, years of services pins as well as recognition of those members of our HDGH family who are retiring.

ROOKIE OF THE YEAR, PRESENTED TO DELAINA JOHNSON

PHYSICIAN OF THE YEAR, PRESENTED TO DR. PAT MONTALEONE

EXCELLENCE IN LEADERSHIP, PRESENTED TO FRANCINE STADLER

OUTSTANDING CONTRIBUTION TO ADVANCING THE HDGH IDENTITY IN THE COMMUNITY, PRESENTED TO JEFF EPP

OUTSTANDING CONTRIBUTION TO HEALTH AND SAFETY, PRESENTED TO LINDSAY SAMOILA

OUTSTANDING DEMONSTRATION OF HDGH VALUES, PRESENTED TO INPATIENT REHAB 4TH FLOOR (RH4)

OUTSTANDING CONTRIBUTION TO A PATIENT EXPERIENCE, PRESENTED TO LISA KARNS AND RITA GIDILLINI

OUTSTANDING CONTRIBUTION TO ADVANCING THE PATIENT/ CLIENT AND FAMILY VOICE, PRESENTED TO BARB MASOTTI AND LINDA O’ROURKE

TEAM OF THE YEAR, A NEW AWARD, PRESENTED TO REHAB OUTREACH PROGRAM

J. Kenneth Deane Health Systems Innovator Scholarship

presented to Leanne Tedesco, Rebecca Reid-Ball, Lisa Karns, Taskia Cartier, and Carli Brown.

The Changing Lives Together Foundation Scholarship

presented to Danette Dutot, Raymond Elwood, Alexandra McGinnis, Hilton Gomes, and Jennifer Forf itt.

NEW EMPLOYEE & NEW LEADER

O R I E N TAT I O N

All new employees and leaders complete an orientation before off icially starting their positions at HDGH. In 2019, we expanded our session on Patient & Family Engagement to include the voice of our Patient & Family Advisory Council (PFAC) members, presentation and sharing their very impactful stories of their role within our organization. Along with the addition of our PFAC presentation, Chaplains Hilton and Emily close the three-day orientation sessions with “Blessing of the Hands.� This addition allowed orientation to come full-circle from their Day 1 introduction from CEO Janice Kaffer and what it means to be a faith-based organization.

NEW LEADER ORIENTATION Eight New Leaders and six Interim Leaders participated in a formal New Leader Corporate Services Orientation Day. This allowed for the group to learn about corporate supports and services at HDGH, meet peer leaders and have a conversation about healthy working relationships between their respective teams and departments.

eLEARNING We continue to strive to improve the experience of our HDGH learners through the ongoing development of interactive and accessible eLearning tools. In Fall of 2019, an updated Workplace Violence Prevention eLearn will be launched to support the tremendous work and positive strides made by the Workplace Violence Prevention Committee at HDGH.

EMPLOYEE FEEDBACK & APPRAISALS

We’re talking!

Peer-to-Peer Feedback

Halogen is the software used by Hôtel-Dieu Grace Healthcare to automate, simplify and streamline the entire employee performance evaluation process. All of our new hires receive Halogen training during orientation. At this time, new hires are asked to download the Halogen mobile app. Annual focus groups have continued with frontline employees and managers to allow us to discuss and make improvements to our performance appraisals as well as other functions within the Halogen platform. In 2018/2019, we updated our appraisal forms to include a past development section to track and discuss areas where HDGH employees want to grow.

A TOTAL OF 377 FEEDBACK NOTES WERE SENT TO EACH OTHER DURING THE 2018/2019 FISCAL YEAR COMPARED TO 186 SENT THE PREVIOUS YEAR- AN INCREASE OF 102%!

Feedback is a great way to capture ongoing performance throughout the year from employees across the organization. This provides managers a well-rounded 360-degree view of the employee’s performance, allowing for an accurate and meaningful conversation during performance appraisal meetings. Managers and frontline employees can view all feedback documented throughout the year for the employee and also attach the feedback to the appraisal forms. This feedback is also used for our Level 1 Peer to Peer Recognition!

UPDATES TO OUR ONLINE JOB POSTINGS Internal and external applicants will now have the ability to f ilter and see the status of each job posting on our career page. The status sections include the following; Open, Interviewing, Screening, Filled and Canceled.

OUR PEOPLE AS ORGANIZATIONAL CHANGE MAKERS

0

To prepare for June’s Accreditation, two surveys were conducted in the Spring of 2018 to better understand the feelings of our people.

13

The survey data is calculated using a 5 point Likert System from Strongly Disagree to Strongly Agree. From here, a flag is assigned – Red, Green or Yellow.

17

If less than 50% of responses are Agree or Strongly Agree they are assigned a red flag.

If between 50%- 75% responses are Agree and Strongly Agree, a yellow flag is assigned to that question.

IN 2018, WE DID NOT HAVE ANY RED FLAGS. ON THE ITEMS WHERE WE HAD YELLOW FLAGS, HERE IS HOW WE TOOK ACTION BASED STAFF RESPONSES: I receive recognition for good work; and my supervisor provides feedback on how well I am doing my job - H alogen Performance Appraisal system - I ntroduction of Level 1 recognition via Halogen Feedback -Employee Appreciation Week - I ntroduction of Team Award in President’s Awards

I am given enough time to do what is expected in my job; and I am consulted about changes affecting my job

In the past 12 months, would you say that most days at work were stressful; how frequently do you look forward to going to work

- I mplementation of Unit Based Councils - U BC proposal for increased staff ing on off shifts was implemented on one of our nursing units (2S) - E nvironmental Services Team focus group – “Mission Possible” - E nvironmental Services staff join clinical Unit Based Councils

- I ntroduction of Peer Support – Critical Incident Stress Management Team -Employee Gym, Yoga -Introduction of Perkopolis - ValuPass – launched the Transit Windsor ValuPass program - Weight Watcher’s at Work program - I ntroduction of Cafeteria Debit Cards with payroll deduction

CASHLESS SCHEDULE

PURCHASES

EVENTS

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OCTOBER

7

OCTOBER

8

OCTOBER

9

OCTOBER

10

OCTOBER

11 am Kick Off Chrysler Room

8 am to 4 pm Travelling Photo Booth

8 am to 4 pm Travelling Photo Booth

All Day Go Purple Day!

12 pm – 3:00 pm Minute to Win It* In Honour of the Ones We Love Café

10:30 am to 12 pm Minute to Win It* Huot Building Room 160/161

10:30 am to 2 pm Minute to Win It* Courtyard Café

1:30 pm to 3 pm Minute to Win It* Crisis & Mental Wellness Centre

Various Times Travelling Cider and Cookies

11 am to 1 pm 4:30 pm to 5:30 pm Ice Cream Social Emara Lobby Ken Lewenza Sr. Lobby 3 pm to 5 pm Minute to Win It* In Honour of the Ones We Love Café

Special Quarterly Conversations with Janice Kaffer 7:30 am Chrysler Room 9 am Brown Auditorium 1:30 pm TSC 3 pm Taylour Room 8 am to 4 pm Travelling Photo Booth for Offsite Locations Minute to Win It* Chatham ACT

Visit the intranet to learn more *Advanced Registration by calling ext. 73023

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IN ALL OF OUR CAFETERIAS, COFFEE BARS & GIFT SHOPS AT HDGH

12 pm Minute to Win It Final Competition Brown Auditorium 10 am to 1 pm 5 pm to 6 pm BBQ Brown Auditorium Pizza Day Offsite and Midnights

DEDUCTION CARD

Sign up for the Payroll Deduction Card* Tuesday, September 17th - Thursday, September 19th In the Courtyard Café and in the In Honour Café * 24 HOUR ACTIVATION

CEO ADVISORY COUNCIL The Creating Tomorrow Together Advisory Council (CTTAC), created two years ago, has transitioned to a “CEO Advisory Council”.

Composed of members of the previous CCTAC as well as new members who applied following a call out to all staff, this group will serve in an advisory capacity to the CEO. The group will meet at the call of the CEO, minimally once per year to have input into the Hospital Budget. Most likely, the group will meet at least quarterly to provide advice and guidance to the CEO as she guides the organization through major decisions and initiatives that affect our people and patients.

This council is composed of primarily frontline staff who are experts in their fields and are dedicated employees who care deeply about the organization. They represent the voice of staff.

This council is a key and foundational element that demonstrates the commitment to always including our employee voices in our decision-making.

MISSION ACHIEVEMENT TEAM The Mission Achievement Team is a group composed of both internal staff members and external community members. The purpose of this group is to initiate activities and events that promote the Mission and Values of HDGH to our Board of Directors, Leadership Team, Volunteers, Physicians, Staff and community-at-large.

We create foundational programs and documents to underpin our mission-focus. Ee are working on the f inalization and roll-out of our f irst “Statement of Social Responsibility” that describes our commitment and place as part of a larger community and world. In addition, with the help of the HDGH Changing Lives Together Foundation, MAT is sponsoring 20 staff to attend the Poverty Simulation Program by the United Way Centraid Windsor-Essex County Branch.

The curriculum for a Mission-Focused Leadership Program has been drafted and we hope to deliver the first of this training in the next 12-18 months. Lastly, the team is researching and recommendation a discernment process/ tool that leaders can use to make decisions to ensure that our mission is considered as part of any decision-making process.

WORKPLACE VIOLENCE PREVENTION PROGRAM

HDGH AWARDED H E A LT H STANDARDS ORGANIZATION LEADING PRACTICE AWARD

Hôtel-Dieu Grace Healthcare (HDGH) strongly believes that excellence in patient/client care starts with employees who are and feel safe when they are at work providing care to patients and clients. Continuing work, the hospital began over 10 years ago, HDGH has developed a Workplace Violence Prevention Program (WVPP.) The hospital's commitment to this important work has remained strong with its most recent strategic plan identifying a goal of being the safest hospital in Ontario.

As part of June’s Accreditation, HDGH submitted a Leading Practice application entitled "Embedding a Culture of Safety via a Workplace Violence Prevention Program" to the Health Standards Organization (HSO). HSO and its aff iliate, Accreditation Canada, have been identifying and publishing Leading Practices in the Leading Practices Library for over 15 years. A Leading Practice is a practice carried out by a health and/or social service organization that has demonstrated a positive change, is people centred, and is safe and eff icient. HDGH is very proud to announce that the application was received and accepted as a Leading Practice.

Feedback from HSO indicated, "The application clearly conveys their efforts and success in reducing risk of violence/level of violence, education/training efforts and the advancement of a culture of safety for patients and their workforce. Most importantly, they do convey that this initiative requires much more commitment than simply the development of a policy."

As part of this work, we hosted a media event in March 2019 acknowledging the work done in this area and continuing in supporting our philosophy that violence is not part of the job in healthcare. We welcomed our ONA union partners and members of the Workplace Violence Prevention Committee to highlight its successes during the event premiered the first video in our “Awareness Keeps Us Safe” series on the details and specifics around Code Lockdown.

We also unveiled the Zero Tolerance Building Banner, prominently hung on the exterior of the CPH Building for all visitors, staff and patients to see.

HDGH DEFINITION OF “ZERO TOLERANCE” There is no place for Workplace Violence in our work environment, and HDGH considers the safety of our staff, physicians, volunteers, contract staff, students, patients/clients and visitors paramount. HDGH has a zero tolerance approach to Workplace Violence. Zero tolerance means that every reported incident of Workplace Violence will be appropriately dealt with based on the

individual facts; inappropriate behavior will not go unnoticed and it will not go unaddressed. Everyone has a part to play in zero tolerance – we are all responsible to report inappropriate behavior when it first occurs and to continue to report if the behavior continues.

Individual cases may require different resolutions as such, all factors will be

reviewed in keeping with our mission and our values together with our obligation to keep our patients/clients and staff safe. Resolution may include but not be limited to conflict resolution, safety planning, disciplinary action, revocation of privileges, termination of employment, termination of contract, discharge, removal from our property/ trespassed or criminal charges.”

SHARING OUR EXPERIENCES WITH OTHERS Our WVPC is committed to sharing our experiences with other organizations. We have partnered with the Centre for Additions and Mental Health (CAMH) to share policies and practices.

A group of clinicians, management, union leaders and frontline workers travelled to CAMH in the Spring of 2019 for a site visit and to share our stories. We are now planning to host CAMH at our site this fall to continue this sharing of experiences and best practices.

PHYSICIAN COMMITMENT As part of their orientation, all new Associate Active Staff physicians have met with HDGH’s Safe Workplace Advocate for in-person training on the Hospital’s Workplace Violence Prevention Program and Policy, Hospital Covenant and Code of Conduct. To date, approximately 25 physicians have been trained.

Additionally, since early 2018 any physician who holds privileges at HDGH, undertakes an annual review of these policies at the time of their re-appointment of privileges and commits themselves to adhere to these policies and covenant.

“Doing nothing in these instances is not an option.”

Marylou Anderson, WVPC Member

O U R L A B O U R PA RT N E R S - WE LCO M E U FC W This summer we off icially moved our Security Team in-house, no longer contracting out to G4S for these services. On July 1, our guards proudly began wearing their new HDGH uniforms which also meant we welcomed a sixth union partner - UFCW. HDGH is now responsible for all human resources whomake up our security team. This move to an in-house team gives us the ability to ensure we are hiring and retaining high quality, values driven individuals to our security team. As the Employer, we are also responsible for the ongoing training needs of our security force, including the provision of a specialized program that is tailored to the mitigation of identif ied risks in our healthcare setting.

Bringing our guardforce in-house is a testament to the importance of the safety of our people. This step will allow our guards to integrate further with our staff to become part of the care provision team Along with UFCW, we still recognize our f ive other union partners as part of Our People.

PENSION & BENEFITS HDGH through the Ontario Hospital Association has 3 major benef it carriers: Green Shield Canada for medical and dental insurance, Desjardins Financial Security for Life and Disability insurance coverage and the Healthcare of Ontario Pension Plan, or HOOPP, for our Pension.

Our insurance premiums are increased or decreased annually based upon usage by our employees and their families. The negotiated premiums with the individual carriers are made effective at the start of the f iscal year. The total amounts fluctuate on a lesser scale by enrollments and cancellations within in the plan itself.

HOOPP’s plan contribution rates have remained consistent for the past several years and HOOPP has recently assured their plan members that they will continue to do so until at least the end of 2021. Fluctuations on the amount of HOOPP contributions can be attributed to changes in the yearly maximum pensionable earnings (YMPE) by Revenue Canada, enrollments in the plan and wage increases.

Along with health benef its, our organization also funds 100% of the cost of our short term sick benef its and accumulated sick benef its. The amount of sick benef it paid out by HDGH varies from year to year depending on employee sick time.

BENEFIT SPENDING BY FISCAL YEAR

5,197,093

3,778,269

5,470,829

SHORT TERM SICK BENEFIT

3,678,611

2,105,579 1,728,976

797,388 2017-2018

2018-2019

2017-2018

846,410 2018-2019

2017-2018

RETIREMENTS Looking at the 2017-2018 f iscal year the overall amount of retirements skewed higher due to benchmarking and early retirement offers made to CUPE and ONA members in the latter part of 2017. As expected in 2018-2019 retirements returned to normal levels with 22 for the f iscal year.

Year to date for 2019-2020 we are on track to see similar retirement numbers. However, if we look at the amount of retirements by calendar year, 2019 to date has already surpassed 2018. As the baby boomers age we should continue to expect increases.

2018-2019

2017-2018

2018-2019

NEW

WELLNESS INITIATIVES

THE HDGH PEER SUPPORT TEAM

As part of our commitment to our People, HDGH has established a “Peer Support Team”. The team is composed of both front line staff and managers who have participated in a 4-day training program becoming certified in Critical Incident Stress Management. Being a great employer is a combination of many programs, services and events but most importantly, it is caring about our own.

The Peer Support Team is here to wrap around us as individuals or groups who experience very diff icult events in our work as healthcare providers. Most of the time, our normal coping mechanisms allow us to handle these things but there are times when we need a little help. And what better way to feel supported and cared for than by our own colleagues?

OUR PEOPLE BEST PLACE TO WORK

PEER SUPPORT

WHAT IS A CRITICAL INCIDENT? A challenging event that has the potential to create distress and interfere with one’s usual coping mechanisms.

WHAT IS CRITICAL INCIDENT STRESS MANAGEMENT? A confidential program used to help staff at HDGH (whether individual or groups) who may be experiencing normal distress due to an abnormal event through the use of our Peer Support Team trained in Critical Stress Management

HOW DO I ACTIVATE THE PEER SUPPORT TEAM?

Monday to Friday 0800-1600 Call or text 519-791-1924 anytime.

Messages and texts will be answered Monday to Friday 0800-1600 The Peer Support Team can be activated by the affected individual(s), a concerned coworker or management.

For more information on Critical Stress Management and our Peer Support Team, please visit the link below. intranet.hdgh.org/peersupport

Caring for the emotional and psychological health of our staff is as important as our physical safety and this wellness initiative is just one of the ways to ensure we all stay healthy – mind, body and soul.

Research supports this best practice as an option for staff to reach out. This is another of the supports in place at HDGH to care for our people.

H E A LT H O F F I C E / W E L L N E S S C L I N I C S With the 2019-2020 influenza season settling in, Hôtel-Dieu Grace Healthcare’s Outbreak Management Team and Infection Prevention and Control (IPAC) department are reminding our Windsor-Essex community to take preventative measures to stay safe and healthy during this influenza season.

The most effective method at preventing influenza is receiving an annual influenza vaccination. To ensure Our Patients, Our People, and in turn, our community, are protected, each year Hôtel-Dieu Grace Healthcare’s Employee Wellness Team offers the influenza vaccination to all staff, patients, volunteers, physicians, and contract workers. Staff are also regularly equipped with up-to-date knowledge on the signs and symptoms to be able to quickly and accurately identify the virus.

Every Wednesday we offer an Employee Wellness Clinic with our in-house Occupational Health Physician Dr. Don O’Neil who is available for appointments for all staff. This is an excellent benefit for staff who may need to see a physician and have difficulty getting in on short notice or do not have a family doctor.

INCLUSIVITY PA RT N E R S H I P S & E D U CAT I O N

As part of our commitment to our community and to those most vulnerable, it is important to understand the unique challenges faced by Indigenous people. The Government has also recognized this and is encouraging greater understanding to hopefully improve the services and ultimately the health status of Indigenous community members.

Our Board of Directors, Executive leadership Council and Senior Management Council have completed eight hours of Indigenous Cultural Safety Training and are now being offered more advanced training referred to as “Bystander to Ally”. We know that when health services are delivered in a culturally safe manner, Indigenous people are more likely to seek care and stay for treatment. The ICS course is designed as a foundational course to enhance self-awareness and knowledge and to examine ways in which our own cultures, education and history shape our understanding of health care and health practice. It is crucial for people who bring an equity lens to their work to seek to understand the experience of Indigenous people.

Similarly, we have continued our efforts to enhance our staffs’ awareness of another very vulnerable group in our community by offering Gender and Sexual Identity Awareness. HDGH has partnered with W.E. Trans to provide education to our staff and UBCs working within our Mental Health and Addictions stream of service on Gender Identity and Sexual Diversity. This education provides understanding of the needs and barriers for the LBGTQ+ community seeking healthcare services at HDGH.

FRENCH LANGUAGE SERVICES Work continues at HDGH to not only recognize but utilize our Country’s off icial language. All public facing signage was translated to include both English and French. The HDGH Patient Guide has now been made available in French, including an online version with a French audio option.

We have also entered a partnership with College Boréal to offer a Conversational French course on-site at HDGH. This course was held in the fall of 2018 and is currently being held from October – December 2019.

ACCESSIBILITY A MULTI-YEAR ACCESSIBILITY PLAN (2019-2022)

A Multi-Year Accessibility Plan (2019-2022) and Statement of Commitment to Accessibility completed by the volunteer Accessibility Working Group and approved and posted to the HDGH website by the Board of Directors.

Planning stages are underway for new Accessibility Advisory Committee ensuring the voice of our staff and community members with lived experience are invited into the conversation and planning for accessibility at HDGH. This group does “accessibility walks”, making recommendations to senior leadership to improve accessibility, and monitors our accessibility plan. They will transition to an advisory committee this year.

SAFETY PLANNING A Proactive Approach to Risks of Workplace Violence

The HDGH Workplace Violence Prevention Committee (WVPC) has done incredible work with Leading Designation and identifying improved processes to better assist staff and client/patient/families with reducing risk of workplace violence.

We have increased presentations to assist staff in the process of positive communication during difficult times and problem solving. We have increased our training hours for Non-Violent Crisis Intervention (our CPI) during orientation to 8 hours from 6; and our recertif ication every 18 months from 4 hours to 6 hours to accommodate new

learning on decision making and deescalation processes.

Data below is based on number generated through Safe Workplace Advocate new safety reporting icon under the RL6. Each case is logged and closed once work has been completed.

Reports are then reviewed by the Workplace Excellence Committee.

Trends that have been reviewed over the last year are more patient/client/ family disrespect than workplace violence under the Occupational Health and Safety Act (OHSA def inition (41)). These numbers

(CHART 2) Worker-to-worker Code of Conduct numbers appear to be the same since last year but the trend has been less serious conflict and more interpersonal relationship conflict. Many staff are resolving issues amongst themselves instead of requiring intervention by the SWA in doing facilitated conversations. *Worker-to-Worker Violence appears to have increased according to the numbers. These numbers reflect staff reporting “bullying and or harassment” but the number of f indings under OHSA def inition have resulted in these episodes being code of conduct/interpersonal conflicts.

(CHART 3) Type 1-External-this number has increased in the past year and the trend appears to be more reporting by staff of outside situations that would entail “stalking like behaviours, strangers who appear on campus or in staff’s neighbourhoods with concerning intent and strange occurrences that staff identify to the workplace as a concern ie: property damage, calls from unknown people and Facebook messages that appear concerning.

(CHART 5) Safety Plans: safety plans remain open from year to year for Intimate Partner Domestic Violence-presently there are 14 cases open. Two f iles have been closed due to staff no longer being employed with our organization and one was a patient f ile with patient being discharged.

1

2

3

4

5

are making up the bulk of the work being completed and safety plans that are being generated. With a patient/ client/family safety plan initiation, care plans for the patient are reviewed and communicated to staff.

Safety Plans that are created where staff have risk factors for further incidents to occur and comprehensive planning is completed to prevent future incidents; ie: parking, security escort, security having staff’s working schedules, picture of the POI, and notif ication to whoever is required to know for safety purpose.

Violence Incident Type

2016-17 2017-18 2018-19

Physical

13

9

15

Weapons

0

0

5

Verbal

22

23

15

Threat of Self-Harm

0

1

4

Code of Conduct - Non Violence

2016-17 2017-18 2018-19

Worker-to-Worker

55

41

40

Type

Violence Incident Type 2016-17 2017-18 2018-19

Type 1

External

1

4

15

Type 2

Visitor/Patient/Client

14

22

41

Type 3

Worker to Worker

0

3

12

Type 4

Domestic Violence

7

3

7

Method of Resolution

2016-17 2017-18 2018-19

Coaching

9

7

21

HR Investigation

4

17

18

SWA Informal Investigation

13

12

10

Safety Plan

2016-17 2017-18 2018-19

Safety Plan can remain open from year to year

72

65

31

EMPLOYEE HEALTH & SAFETY

“Working safely may get old, but so do those who practice it.” – Unknown Safety is not something that happens by accident. HDGH is devoted to keeping our staff safe and we believe that every staff deserves to go home safe and healthy at the end of their work day. Keeping our staff safe is an essential priority and focus at HDGH. - 1 6% further reduction of workplace incidents from 2017/18 - 1 92 employees trained in safety awareness - 2 95 Health Off ice visits

- 6 22 employees received CPI training - I nteractive and Exciting Annual Health and Safety Fair - 5 2% reduction in Code Whites

TOP 3 WORKPLACE INJURIES 1. M USCULOSKELETAL DISORDER INJURIES Since implementing the new mechanical patient lifting equipment in September 2018, a renewed focus on MSD prevention of injuries has been occurring throughout all departments. All of the clip style hangar bars have been replaced with loop style capabilities to provide more versatility options in sling selections. The new hangar bars are ergonomically safe for the employees and the new slings are more comfortable and supportive for the patients. HDGH now has a universal sling system because the manual floor lift hangar bars have also been updated.

78 2016/17

61

60

2017/18

2018/19

2. REPORTED VIOLENT INCIDENT WITH INJURY Extensive work, time and attention has been devoted to the prevention of violence and harassment at HDGH. This f iscal year there has not been a change in the number of reported incidents of violence, which is expected since employees have been empowered to report incidents of violence through the Safety Reporting System. Our goal is to reduce the severity of incidents resulting in injury. This f iscal year, there has been a decline in the severity of incidents resulting in injury as the total number of lost time days resulting from a violent incident is down 10%. Furthermore, the total Code White incidents are down 52% since last f iscal year.

3. FALL/SLIP/TRIP The reported fall/slip/trip injuries are down 37% since last f iscal year. Focus and attention in preventing injuries related to slips and trips is ongoing. Proactive measures have been taken such to reduce these numbers even further.

H E A LT H &

SAFETY Initiatives

CONTRACTOR SAFETY PROGRAM Our Contractor Safety Program recently received a complete overhaul. Our updated Program outlines specif ic roles and responsibilities for both the HDGH Project Owner and the Contractor employees completing the requested work. The Occupational Health and Safety Department manages this program in collaboration with the HDGH Project Owner. Through increased attention to these important partners, we will ensure that contractors coming into our organization follow our health and safety rules so that they help to keep our staff safe and that they know enough about our organization’s processes so that they can also be safe in completing their work here at HDGH.

J O B H A Z A R D A N A LY S I S Signif icant focus and attention has been placed on completing the Job Hazard Analysis project (JHA). Under the Occupational Health and Safety Act, all employees have the Right to Know about hazards at their workplace. The JHA’s purpose is to identify the health and safety hazards encountered in each position and the risk level associated with each task. Implemented control measures and mandatory Personal Protective Equipment required to mitigate the hazard and reduce the risk are documented in the JHA so that employees not only know the hazards of their jobs but also how to control those hazards. Safety is the responsibility of both managers and employees and by having accurate JHA’s we can ensure our staff are educated about the risks they face, what controls are in place to prevent those risks and what PPE they are responsible to be using to prevent those risks.

A total of 22 specif ic and unique Job Hazard Analysis documents have been created based on detailed review of departmental and specif ic positions, risk hazard and analyses, consultation with management, employees, and union representatives, and JHSC collaboration.

These completed JHAs will be rolled out using our Halogen software so that every employee has access to his or her Job Description and JHA with the touch of a button.

TRAINING MATRIX AND PERSONAL PROTECTIVE EQUIPMENT (PPE) MATRIX The JHA identif ies detailed and specif ic health and safety training and PPE required to mitigate the hazards and reduce the risk. This information is identif ied in detail in the HDGH Training Matrix. The Training matrix captures the organizational wide training as well as the specif ic training needs in every department and position. The purpose of the Training Matrix is to have a reference guide to follow that includes the specif ic details of training; the person responsible to deliver the training; the frequency of training; and a direct link to the training material.

Department Specif ic Orientation Checklists The f inal stage of this program is the completion of the Department Specif ic Orientation Checklist. This checklist outlines all of the mandatory health and safety components from the JHA and the training matrix and is provided to the manager to effortlessly identify all of the health and safety material that needs to be taught to the newly hired or newly returning employee during their orientation period. All of these documents combined provide the employee and the management team with the Health and Safety tools required to ensure that everyone is following safe practices at HDGH.

"This was the best Health and Safety Fair yet!”

“The Health and Safety Fair keeps getting better and better every year.”

“It’s awesome that our organization places such a big focus on health and safety for our employees.”

Actual comments received from our employees and the various vendors regarding this year’s HDGH Health and Safety Fair held on September 12, 2019.

This year was bigger and better as we took this event outside! Under a beautiful white tent on a sunshine f illed day, the largest number of attendees to date arrived to share and explore Health and Safety at HDGH. We had booths set up by our community partners to provide health, safety and wellness information. Our staff were treated to complimentary massage and reiki treatments. Along with our people, community partners also celebrated health and safety as we welcomed the Windsor Police Bomb Squad, Fire and Rescue, Fire Prevention team, and the Command Centre vehicle.

OUR MISSION The mission of Hôtel-Dieu Grace is to serve the healthcare needs of our community including those who are vulnerable and/or marginalized in any way be it, physically, socially, or mentally. As a Catholic sponsored healthcare organization, we provide patient-centred care treating the body, mind, and spirit. We do this by providing holistic, compassionate and innovative care to those we serve.

OUR VISION A trusted leader transforming healthcare and cultivating a healthier community.

OUR VALUES Respect • Teamwork Compassion • Social Responsibility